SLIDE 49 The plan
- Internal communications between DCM and other KSU units (Global, Graduate, Colleges,
International, Athletics, etc.) have not been historically prioritized, leading to inconsistent messaging and branding.
- Prospective student marketing tends to be a one-size-fits-all approach.
- K-State’s prominent branding message, “The Wildcat Way”, focuses on campus culture
and the tenants of tradition and family. There is less emphasis on academics, affordability, and a connection to career outcomes.
- KSU communications are heavily reliant upon traditional methodology, such as print
publications and mailers, in comparison to digital media. 3.A. Create a unified brand and messaging strategy across these units by building buy-in from stakeholders and develop specific execution strategies for each unit. 3.B. Develop a more sophisticated marketing approach, target specific geographic areas and student demographics, and deliver a more customized student experience to grow a larger applicant pool. 3.C. While current messaging resonates well with in-state, legacy, white, prospective students, K-State must market itself to attract a more diverse audience. 3.D. Allocate resources to develop a stronger digital presence to help penetrate less traditional, more modern markets.
Observations Goals
SEM THEME 1: DATA, TECHNOLOGY & SYSTEMS
- The lack of transparency around recruitment and retention strategies and data resulted
in numerous technology systems and shadow data systems.
- It is difficult to access data from a standardized, centralized system to inform decision-
- making. There is a lack of confidence in the data currently collected.
- Without full access or functionality to (or a deeper training of) Talisma and SSC, Colleges
have created home-grown databases, leading to redundancies in prospective student
- utreach and diminished collaboration.
- Data and technology-related policies, procedures, and approvals were historically not a
priority, resulting in the lack of a campus-wide approach to data and system governance. 1.A. Establish appropriate data governance, data warehouse, and Business Intelligence tools to support data driven decision-making. 1.B. Capture, store, analyze, and report on data in a streamlined, transparent, and consistent fashion. 1.C. Deploy a centralized student CRM system to foster collaboration campus-wide to enhance recruitment, enrollment, and student success. 1.D. Utilize data to holistically support students and inform interventions as students progress through the student lifecycle. 1.E. Enact policies and procedures to reinforce student-centered technologies and ensure campus-wide adoption and compliance.
Observations Goals
SEM THEME 2: FINANCIAL SUSTAINABILITY
- Cost and Affordability are the top concerns among prospective students and their
families.
- The average tuition and fees for a K-State student has increased 26% since 2012.
- The average institutional gift award for domestic, first-time students increased 48%
since Fall 2012, while the cohort size dropped by 11%.
- Total net tuition revenue for domestic, first-time freshmen has increased 5% since Fall
2012.
- K-State’s institutional scholarship renewal criteria is out of line with its peer
institutions. 2.A. Address the barriers of cost and affordability to prospective and current students so KSU remains a competitive option. 2.B. Reduce the levels of unmet need for enrolled students to support retention, persistence to graduation, and overall student success. 2.C. Design a scholarship strategy that meets market expectations and aligns with institutional enrollment priorities. 2.D. Optimize the current institutional aid budget to increase headcount and maximize net tuition revenue. 2.E. Increase cohort retention and graduation rates by establishing a targeted retention grant program.
Observations Goals
SEM THEME 3: MARKETING & COMMUNICATIONS Strategic Enrollment Management Plan – Quick Reference August 2018 Example: streamlined/focus ed strategic areas
